Your company, an appliance parts manufacturer, has a solid presence in the Western European and North American markets. After rapidly progressing through the European marketing organization, you receive a promotion to international marketing manager. Your new responsibilities include expanding your company’s footprint in Eastern Europe and the Middle East.
You attend an international trade show in Singapore where you meet Rhami, a sales representative for a distributor in Turkey. During a coffee break, Rhami attempts to convince you that the Turkish market is best served by a distributor.
You return to your office with a series of contacts you can use to further your company’s expansion, including Rhami’s information. You wonder, though, whether Rhami’s company is the best choice for this market.
You need to answer a number of questions, including:
Should you use a distributor or an agent in that market?
Should you consider a manufacturing partner?
To what extent are import duties in Turkey a factor in deciding whether to import or manufacture there?
Should you consider a local partner?
Should your company attempt to enter this market on its own?
As the international marketing manager, it is your responsibility to find answers to these questions and more. Most important, you have to make sure to make the most appropriate long-term solution for your company, even if that may mean the short-term results are affected.
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